| 紀錄類型: |
書目-語言資料,印刷品
: Monograph/item
|
| 杜威分類號: |
361.6/1/071173 s |
| 書名/作者: |
Learning from international public management reform. |
| 其他作者: |
Jones, Lawrence. |
| 出版者: |
Bingley, U.K. : : Emerald,, 2001. |
| 面頁冊數: |
1 online resource (xiv, 290 p.). |
| 標題: |
Science - History. |
| 標題: |
Social Science - General. |
| 標題: |
Public administration. |
| ISBN: |
9781849500920 (electronic bk.) |
| 內容註: |
Learning from international public management reform experience / L.R. Jones, James Guthrie, Peter Steane -- The challenge of evaluating systemic change : The case of public management reform in New Zealand / Jonathan Boston -- Reflections on public management reform in new Zealand / Rob Laking -- New Zealand experience with public management reformor why the grass is always greener on the other side of the fence / Derek Gill -- Public management reform and lessons from experience in NewZealand / Graham Scott -- Effectiveness : the next frontier in New Zealand / Andrew Kibblewhite -- Performance reporting for accountability purposes : lessons, issues, future / Ann Neale, Bruce Anderson -- Getting better but feeling worse? Public sector reform in New Zealand / Robert Gregory -- Observations on the imposition of new public management inthe New Zealand state education system / StuartTooley -- Network structures, consumers and accountability in New Zealand / Susan Newberry --Information policy in New Zealand / Martin Putterill, Derek Speer -- Australia, the OECD and the post-NPM world / Peter Steane, Peter Carroll-- Public sector management in the state of victoria 1992-1999 : genesis of the transformation / Linda English, James Guthrie -- Public management reform : some lessons from the antipodes / Owen Hughes, Deirdre O'Neill -- The impact of new public management on the reform of the transportation infrastructure in Sydney / Michael Johnson -- Lessons from Australian and New Zealand experiences with accrual output-based budgeting / Tyrone M. Carlin, James Guthrie. |
| 摘要、提要註: |
Governments around the world are criticized as inefficient, ineffective, too large, too costly, overly bureaucratic, overburdened by unnecessary rules, unresponsive to public needs, secretive, undemocratic, invasive into rights of citizens, self-serving, and failing in provision of the quantity and quality of services desired by the taxpaying public.Fiscal stress has plagued many governments, increasing the cry for less costly or just less government. Critics have exerted sustained pressure on politicians and public managers for transformational reform. Recommendations for change have included application of market and economiclogic and private sector management methods to government.Managerial reform has been promoted on grounds that the public sector is organizedand functions on many of the wrong principles and needs reinvention and renewal. Government reforms in response to reformist pressures have included restraint of spending and tax cuts, sales of public assets, privatization and contracting-out of services, increased performance measurement and auditing, output and outcomes based budgeting, and new accounting and reporting methods. Reform has been accompanied by promises ofsmaller, less interventionist and more decentralized government, improved efficiency and effectiveness, greater responsiveness and accountability to citizens, increased choice between public and private providersof services, a more 'entrepreneurial' public sector capable of cooperating with business. While it is apparent why politicians and elected officials often support new managerial methods, observers wonder whether the promises of reform can be delivered upon to provide benefits depicted so attractively. Dialogue on this question is active among public management scholars, practitioners, politicians, citizen groups and the media. Substantial elements of this dialogue are represented in this book. |
| 電子資源: |
http://www.emeraldinsight.com/0732-1317/11 part 1 |